Alex Zörner of the VLIEG Advies Groep: Undercover in the family business
The combination of insurance, mortgage advice, and real estate agency did not exist when the VLIEG Advies Groep started with it 50 years ago. It was a calculated gamble, but it turned out well because they are still conducting business in this way. Meanwhile, Alex Zörner has been the General Director for several years now, and his imprint on the company is becoming increasingly clear. How did he achieve this, and what challenges does one of the largest real estate agent organizations in North Holland face?
Alex Zörner
Alex grew up in the North Holland village of Oudkarspel, and later Bergen, where he lived with his German father and Dutch mother. During his adolescence, his parents separated, and his father returned to Germany. His mother got a new partner: Henk van Hylckama Vlieg, founder of VLIEG.
I lived the dream of every 16-year-old.
Around the age of sixteen, his mother moved in with her new partner, leaving him alone in the family home. 'I lived the dream of every 16-year-old, because I had a house to myself and no parents to control me.' That early-found freedom brought its challenges; he barely managed to graduate from the European School Bergen.
What did you do next?
'I went to study Economics at the University of Amsterdam but lived the first year in Bergen.' After a disappointing first year of study results, Alex was able to convince his mother and stepfather that his studies would improve significantly if he moved to Amsterdam. He persuaded his mother and stepfather to buy a property in De Pijp. 'I was already a real estate agent before I knew it.'
I was already a real estate agent before I knew it.
Did the results improve after the move?
Haha, no, my studies did not improve at all by living in Amsterdam. I could have predicted that myself. I was much busier with other things. I made it a sport to score every job where you could earn a lot by doing little, like valet parking for Le Garage. I wasn't a hard worker, but I was very good at partying. Let me put it this way: whatever I do, I do it fanatically. During that period, I was very fanatical about going out.
How did you eventually end up in the real estate industry?
My second year of study didn't go anywhere either. So at some point, my mother and stepfather had had enough. My stepfather wanted to talk to me, perhaps at the urging of my mother. I wasn't in the mood for that: to this day, I think I know everything better myself. After a lecturing start to our conversation, Henk suggested that I might do something at VLIEG. At that time, VLIEG was still a far-off concept for me. I was planning to start my own company or work for a multinational. Working at VLIEG was never an option I considered. Until he asked me if I found it interesting.
VLIEG was still a far-off concept for me at that time.
The conditions were that I would graduate, first look at a competitor's operations, start at the bottom of the ladder at VLIEG, and master one of the fields: real estate agency, insurance, or mortgage advice. I had my own demands as well: 'If I do this, I want to become an owner and eventually sit in that chair. I won't do it for less.' And we remarkably quickly reached a consensus on that. That goal on the horizon motivated me to pick up my studies and finish them. Suddenly, I was able to earn 60 study points in a year.
One stop shop
Before I could start at VLIEG, I first had to do an internship elsewhere. At that time, Meeùs was the largest in the real estate industry, much larger than Hoekstra & van Eck is now. Like VLIEG, they combined financial services with real estate agency. But they were not based in North Holland. So my idea was, they might think they can take us over someday. So I thought: let them think that. Because of that, I was able to freely roam the organization for a year. I was allowed to talk to the management and shadow all the regional directors: I got all the information.
I learned a lot during that period, including how not to do things. For example, if you acquire a local market leader, you can't just slap your own brand on it and expect it to succeed. I definitely saw that happening there. You also need to work on company culture. Furthermore, they did not successfully achieve cross-selling between mortgages, insurance, and the real estate agency.
I learned a lot during that period, including how not to do things.
I took that experience with me when I finally started at VLIEG. It's very challenging to instill a focus on cross-selling in your people. If we only handle the sale, the revenue is a few thousand. If we can also assist with the mortgage and the insurance, it's three times as much. Additionally, an insurance customer is a reliable asset and a customer who comes back for a transaction after ten years. Conveying that story clearly to our people; that's my daily challenge.
Were you the boss's son when you started at the bottom of the ladder?
Yes. Although luckily, I wasn't presented that way when I arrived, and information traveled slower back then than it does now. I'm fortunate that I don't have the same last name. I'm still happy about that. I can remember working with a colleague for a day, moving things. That colleague told me he left his previous employer because of the boss's son. He added that there was apparently a boss's son at VLIEG as well. You should have seen his face when he realized it was me. We had already been working together for two months, but for me, it wasn't relevant to share earlier.
How was it to take over VLIEG from your stepfather?
Initially, it was challenging. Henk is a classic leader. We worked together for the first few years, but eventually, it didn't work: two captains on one ship. However, there was mutual respect. He found me stubborn but acknowledged that what I do, I do well. Henk is still a co-shareholder. We still have our shareholder meetings every month.
What was the first major decision where you broke with the old policy?
An important moment for me was when I transitioned from a classic management board with directors to a management team with working foremen. That's what I've always been myself. I find it important that everyone adds value at every level and knows what they're talking about in their field.
And did you also revamp the corporate identity?
Yes, that was quite exciting. Henk still has a veto for major decisions, and this almost became a veto. But I said: 'That new look really needs to happen.' I don't want to become the next V&D, and there's no better symbol for change than a new logo. Let me put it this way: 'Our old logo had a bird. That bird has now flown,' jokes Alex.
The old VLIEG logo:
The new VLIEG logo:
With the new logo, you're on the boards at AZ. They're now fourth in the Eredivisie. Who will be at the top at the end of the season? AZ or VLIEG?
Well, how do you measure the position of a real estate agency, sales numbers? But it's an easy question for someone born in Alkmaar: AZ will just become champions this year. So they will definitely end up higher. Being in the top-3 is a consistent goal for VLIEG.
In 2 years, VLIEG will turn 50. Will the combination of insurance, mortgage advice, and real estate agent survive another 50 years?
Let me put it this way. Certainly for the next 10 years. Probably for the next 20 years as well. Some things will change. There is more and more data and transparency, so there is a greater need for interpretation of all that data. In the housing market, there will always be noise: a backlog or advantage in information. From a philosophical standpoint, that's not desirable, but for an entrepreneur, it is: it provides the opportunity to add value and earn money. A customer needs reassurance and explanation in their most complex and impactful matters. That's where the added value becomes apparent.
Which of your competitors do you admire?
Whether it's really admiration, I don't know; I immediately think of Klaver Makelaardij. He usually brings a smile to my face. Klaver serves a niche market with rural real estate. Because he's a niche player, he can do very fun things with marketing: drone videos, jumping into the water without clothes, driving a tractor through the PC Hooftstraat in Amsterdam. This way, he gets more attention than he would actually deserve based on his market share.
Drone videos, jumping into the water without clothes, driving a tractor through the PC Hooftstraat in Amsterdam.
I can't do that with VLIEG. Our target audience is very broad. We focus on the 80% in the middle. So you have to remain much more middle of the road in your expressions. Of course, I'm jealous of the freedom Klaver takes to perform crazy marketing stunts.
Thank you, Alex. Who in the industry should we definitely interview next?
I have 2 companies for which I would like to read an interview like this.
Robert de Joode of Kuijs Reinder Kakes. He recently became the general director amid about 6 partners. He is taking over the position from an external general director. Robert comes from within the organization. That seems like such a difficult position to maneuver in. I also talk to him occasionally, but I'm curious about his story.
Additionally, I'm curious about the real story of Hoekstra & van Eck. I closely watch how they centralize things, for example. I learn from that. But I believe you should also leave enough freedom with the people. Hoekstra & van Eck is, of course, owned by Dirk van der Broek, a party with a lot of money and possibly less feeling with the real estate agency. So I'm curious about what drives them and how they roll everything out. I always think back to my time at Meeùs when I think of Hoekstra & van Eck. So I would love to hear how they do it differently.
Branches of the VLIEG Advies Groep
VLIEG Amsterdam
VLIEG Haarlem
VLIEG Hoofddorp
VLIEG Alkmaar
VLIEG Zaandam
VLIEG Amstelveen
VLIEG Lelystad
VLIEG Bergen
VLIEG Schagen
VLIEG Heerhugowaard
This interview is part of a series of interviews with key players in the real estate agency and housing market. A new interview is published every month. Tips on who we should interview next? Email us at info@mijnverkoopmakelaar.nl
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